1. Chapter 2 - Operations Strategy and Competitiveness
Operations Management by
R. Dan Reid & Nada R. Sanders
4th Edition © Wiley 2010
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2. The Role of Operations Strategy
Provide a plan that makes best use of resources which;
Specifies the policies and plans for using organizational resources
Supports Business Strategy as shown on next slide
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3. Business/Functional Strategy
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4. Background: Business Strategy
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5. Importance of Operations Strategy
Companies often do not understand the differences between operational efficiency and strategy
Operational efficiency is performing tasks well, even better than competitors
Strategy is a plan for competing in the marketplace
Operations strategy is to ensure all tasks performed are the right tasks
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6. Developing a Business Strategy
A business strategy is developed after taking into many factors and following some strategic decisions such as;
What business is the company in (mission)
Analyzing and understanding the market (environmental scanning)
Identifying the companies strengths (core competencies)
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7. Three Inputs to a Business Strategy
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8. Examples from Strategies
Mission: Dell Computer- “to be the most successful computer company in the world”
Environmental Scanning: political trends, social trends, economic trends, market place trends, global trends
Core Competencies: strength of workers, modern facilities, market understanding, best technologies, financial know-how, logistics
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9. Example: Nokia
Nokia extended its already formidable dominance of the global handset business on Jan. 24, announcing it had achieved 40% market share in the fourth quarter of But perhaps the biggest surprise was that the Finnish company achieved this long-promised and psychologically important milestone while also becoming more profitable.
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10. Developing an Operations Strategy
Operations Strategy is a plan for the design and management of operations functions
Operation Strategy developed after the business strategy
Operations Strategy focuses on specific capabilities which give it a competitive edge – competitive priorities
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11. Operations Strategy – Designing the Operations Function
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12. Competitive Priorities- The Edge
Four Important Operations Questions: Will you compete on –
Cost?
Quality?
Time?
Flexibility?
All of the above? Some? Tradeoffs?
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13. Competing on Cost?
Offering product at a low price relative to competition
Typically high volume products
Often limit product range & offer little customization
May invest in automation to reduce unit costs
Can use lower skill labor
Probably use product focused layouts
Low cost does not mean low quality
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14. Competing on Quality? Quality is often subjective
Quality is defined differently depending on who is defining it
Two major quality dimensions include
High performance design:
Superior features, high durability, & excellent customer service
Product & service consistency:
Meets design specifications
Close tolerances
Error free delivery
Quality needs to address
Product design quality – product/service meets requirements
Process quality – error free products
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15. Competing on Time?
Time/speed one of most important competition priorities
First that can deliver often wins the race
Time related issues involve
Rapid delivery:
Focused on shorter time between order placement and delivery
On-time delivery:
Deliver product exactly when needed every time
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16. Competing on Flexibility?
Company environment changes rapidly
Company must accommodate change by being flexible
Product flexibility:
Easily switch production from one item to another
Easily customize product/service to meet specific requirements of a customer
Volume flexibility:
Ability to ramp production up and down to match market demands
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17. The Need for Trade-offs
Decisions must emphasis priorities that support business strategy
Decisions often required trade offs
Decisions must focus on order qualifiers and order winners
Which priorities are “Order Qualifiers”?
e.g. Must have excellent quality since everyone expects it
Which priorities are “Order Winners”?
e.g. Southwest Airlines competes on cost
McDonald’s competes on consistency
FedEx competes on speed
Custom tailors compete on flexibility
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18. Competitive Priorities front & center
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19. Translating to Production Requirements
Specific Operation requirements include two general categories
Structure – decisions related to the production process, such as characteristics of facilities used, selection of appropriate technology, and the flow of goods and services
Infrastructure – decisions related to planning and control systems of operations
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20. Translating to Production Requirements
Dell Computer example – structure & infrastructure
They focus on customer service, cost, and speed
ERP system developed to allow customers to order directly from Dell
Product design and assembly line allow a “make to order” strategy – lowers costs, increases turns
Suppliers ship components to a warehouse within 15 minutes of the assembly plant - VMI
Dell set up a shipping arrangement with UPS
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21. Strategic Role of Technology
Technology should support competitive priorities
Three Applications: product technology, process technology, and information technology
Products - Teflon, CD’s, fiber optic cable
Processes – flexible automation, CAD
Information Technology – POS, EDI, ERP, B2B
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22. Technology for Competitive Advantage
Technology has positive and negative potentials
Positive
Improve processes
Maintain up-to-date standards
Obtain competitive advantage
Negative
Costly
Promotes dependency
Risks such as overstating benefits
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23. Technology for Competitive Advantage
Technology should
Support competitive priorities
Can require change to strategic plans
Can require change to operations strategy
Technology is an important strategic decision
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24. Measuring Productivity
Productivity is a measure of how efficiently inputs are converted to outputs
Productivity = output/input
Total Productivity Measure:
Total Productivity = (total output)/(total of all inputs)
Partial Productivity Measure:
Partial Productivity = (total output)/(single input)
Multifactor Productivity Measure:
Multi-factor Productivity = (total output)/(several inputs)
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25. Total Productivity: example
Bluegill Furniture makes kitchen chairs. The weekly dollar value of its output, including finished goods and work-in-progress, is $14,280. The value of inputs (labor, materials, capital) is approximately $16,528. What is the total productivity measure for Bluegill?
Total productivity = output/input
= $14,280/$16,528 = .864 or 86.4%
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26. Partial Productivity: example
Bluegill Furniture has hired 2 new workers to paint chairs. Together they have painted 10 chairs in 4 hours. What is labor productivity for the pair?
Labor productivity = output/labor
= (10 chairs)/(2 x 4 hr)
= (10 chairs)/(8 hr) or 1.25 chairs/hr
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27. Multifactor Productivity: example
Bluegill Furniture averages 35 chairs/day. Labor costs average $480, material costs are typically $200, and overhead cost is $250. Bluegill sells the chairs to a retailer for $70/unit. Find multifactor productivity.
Multifactor productivity =
(value of output)/(labor + material + overhead costs)
= ($70/chair x 35 chairs)/( )
= ($2450)/($930) or 2.63
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28. Interpreting Productivity Measures
Productivity measures must be compared to something, i.e. another year, a different company
Raw productivity calculations do not tell the complete story unless there are no major structure differences.
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29. Interpreting Productivity Measures
Other productivity measure questions;
Is this partial productivity measurement enough to make an investment decision?
Should you also look at productivity measures for the two major competitors for comparison?
Productivity measure provides information on how the firm is doing relative to what is critical to the firm
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30. Productivity, Competitiveness, and the Service Sector
Productivity is a scorecard on effective resource use
A nation’s Productivity effects its standard of living
US productivity growth averaged 2.8% from
Productivity growth slowed for the next 25 years to 1.1%
Productivity growth in service industries has been less than in manufacturing
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31. Productivity and the Service Sector
Measuring service sector productivity is a unique challenge
Traditional measures focus on tangible outcomes
Service industries primarily produce intangible outcomes
Measuring intangibles is challenging
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32. Operations Strategy Across the Organization
Business strategy defines long-term plan
Operations strategy support the business strategy
Marketing strategy needs to fully understand operations capability
Financial plans in effect support operations activities.
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33. Review of Learning Objectives
Define the role of Business Strategy
Explain how a Business strategy is developed
Explain the role of Operations Strategy in the organization
Explain the relationship between business strategy and operations strategy
Describe how an operations strategy is developed
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34. Review of Learning Objectives
Identify competitive priorities for of the operations function
Explain the strategic role of technology
Define productivity and identify productivity measures
Compute productivity measures
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35. Chapter 2 Highlights
Business Strategy is a long range plan and vision. Each individual business function develop needs to support the business strategy
An organization develops its business strategy by doing environmental scanning and considering its mission and its core competencies.
The role of operations strategy is to provide a long-range plan for the use of the company’s resources in producing the company’s primary goods and services.
The role of business strategy is to serve as an overall guide for the development of the organization’s operations strategy.
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36. Chapter 2 Highlights
The operations strategy focuses on developing specific capabilities called competitive priorities.
There are four categories of competitive priorities: cost, quality, time, and flexibility
Technology can be sued by companies to gain a competitive advantage and should be acquired to support the company’s chosen competitive priorities
Productivity is a measure that indicates how efficiently an organization is using its resources
Productivity is computed as the ratio or organizational outputs divided by inputs
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37. Example: Detroit Edison
DTE's journey into the distributed-energy business began in 1994 when CEO Anthony Earley took over Detroit Edison. Convinced that the utility industry was on an eventual collision course with customer needs…Distributed generation soon became a strategic goal of the company.
The idea behind distributed generation is that a school, hospital, or office complex can produce its own power just as cheaply as it can buy it from the grid. When rates go up, it can produce extra energy and sell it back to the grid. When rates go lower, it can shut down its generator and buy the cheaper electricity from the utility. This approach allows customers to get slightly cheaper electricity from a more stable source that won't suffer interruptions (which is especially important to computer-intensive companies) and can flexibly meet changing demands.
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38. Example: Nestle
Brabeck's other strategic goal is transforming Nestle from a set of far-flung operations into a single global machine. He has inked a $200 million deal with SAP to link its five systems and permit Nestle's headquarters in Vevey, Switzerland, to know for the first time how many raw materials its subsidiaries buy, in total, from around the world. The company then will be able to negotiate better contracts with suppliers and centralize production. Last year alone, Brabeck closed 38 different factories. All told, he has slashed $1.6 billion in costs, without labor strife.
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